Mackay Hospital and Health Service Consumer and Community Engagement Strategy 2020 - 2024 Enhance communication and Build a culture of person, Strengthen diverse connections patient engagement family and community- and collaborations centred care Mackay Hospital and Health Service Published by the State of Queensland (Mackay Hospital and Health Service), November 2020. This document is licensed under a Creative Commons Attribution 3.0 Australia licence. To view a copy of this licence, visit creativecommons.org/licenses/by/3.0/au © State of Queensland (Mackay Hospital and Health Service) 2020 You are free to copy, communicate and adapt the work, as long as you attribute the State of Queensland (Mackay Hospital and Health Service). For more information or to access the summarised Snapshot Strategy document please contact: Community Engagement Team, Mackay Hospital and Health Service, PO Box 5580, Mackay MC 4741, [email protected], phone (07) 4885 6801. An electronic version of this document is available at www.mackay.health.qld.gov.au/get-involved Aboriginal, Torres Strait Islander peoples and Australian South Sea Islander peoples are advised that this publication may contain words, names, images and descriptions of people who have passed away. Definition of consumer We are all users of the health system. Throughout this document we refer to people as patients and consumers. These words are used interchangeably to describe people who use, or are potential users, of health services. The term consumer representative is used to describe someone who has taken up a formal role to advocate on behalf on health consumers in partnership activities with a desire to improve healthcare for all (Health Consumers Queensland, 2018). ACKNOWLEDGEMENT to TRADITIONAL CUSTODIANS Mackay HHS respectfully acknowledges the Traditional Custodians of the land and sea on which we serve our communities, and pay our respect to Elders past, present and emerging. We also declare our commitment to reducing inequalities in health outcomes for Aboriginal and Torres Strait Islander peoples as we move to a place of equity, justice and partnership together. Mackay – Yuwi people Sarina – Yuwi people Moranbah – Barada Barna people Dysart – Barada Barna people Clermont – Wangan Jagalingou people Glenden – Wiri people Middlemount – Barada Barna people Proserpine – Gia people Cannonvale – Ngaro people Bowen – Juru people Collinsville – Birriah people RECOGNITION of AUSTRALIAN SOUTH SEA ISLANDERS Mackay HHS formally recognises the Australian South Sea Islander peoples as a distinct cultural group within our geographical boundaries. Mackay HHS is committed to fulfilling the Queensland Government Recognition Statement for Australian South Sea Islander Community to ensure that present and future generations of Australian South Sea Islander peoples have equality of opportunity to participate in and contribute to the economic, social, political and cultural life of the State. Mackay Hospital and Health Service Table of contents Purpose 7 Objectives 7 Indicators of success 7 Goals, strategies and measures 8 Principles of engagement 10 Why we engage 11 What we engage about 11 How we engage 11 Levels of engagement and partnership 12 When we will engage 13 How we will use the feedback 13 Diverse engagement and community reach 14 Governance 15 Reporting 16 Managing risk 16 Drivers of consumer engagement 17 5 Welcome message from the Board Chair and Chief Executive It is with great pleasure we present the 2020-2024 Mackay Hospital and Health Service Consumer and Community Engagement Strategy. The Strategy is more than words on a page; it details our actions to improve the experience and health outcomes of patients and community members. Importantly the Strategy holds us accountable to deliver on these goals. It’s focused, measurable and has been developed in partnership with consumers, community and staff. The 2020-2024 Strategy details our plans for the next four years to break down barriers preventing people from taking actions to improve their health. We know that individuals and community groups can live healthier and longer lives if they improve their knowledge and understanding of their health condition. We recognise our local community diversity and cultural diversity, having the largest Australian South Sea Islander population in Australia and almost 8,300 Aboriginal and Torres Strait Islander people who call the region home. This Strategy enhances the health service’s commitment to partnering and building stronger relationships with First Nations people to provide culturally safe and appropriate care, as further set out in the HHS Cultural Capability Plan. We offer our gratitude to consumers, community members, community organisations and health service staff who contributed to the consultation process and development of this Strategy. In particular, the Consumer Advisory Partners played a pivotal role in reaching stakeholder and community representatives. The Strategy aligns to the Mackay HHS Strategic Plan 2020-2024 and supports our commitment to delivering exceptional patient experiences. It is further underpinned by the Employee Engagement Strategy 2020-2024 and organisational values of collaboration, trust, respect and teamwork. These values shape the health service’s culture of putting the voice of consumers and community at the heart of what we do. The Mackay Hospital and Health Board and Executive Leadership Team is proud to play a leading role in enhancing the health service’s capacity to partner with consumers at each level of the organisation as we deliver our new Strategy. Darryl Camilleri Lisa Davies-Jones Acting Board Chair Chief Executive Mackay Hospital and Health Mackay Hospital and Health Service 6 Mackay Hospital and Health Service Purpose The Mackay HHS Consumer and Community Engagement Strategy provides direction to our staff and informs our community about how we partner to achieve our strategic objectives. Objectives Engaged and empowered consumers Partnered and person-centred care Indicators of success Broadly • Improved community satisfaction and patient experience • Enhanced capability to engage with community and consumers • Increased consumer engagement in shaping healthcare • Greater health literacy and health outcomes for the community • Increased ownership of one’s own health • Enhanced quality and safety of health care services 7 Goals, strategies and measures 1. Enhance communication and patient engagement • Embed health literacy into organisational policies and staff training to build a health literate environment. • Build capacity for patients to partner in their own care. • Respond to the individual values, preferences and cultural needs of our consumers. • Involve carers, family members and significant others in the consumers care, as appropriate. • Provide accessible information consumers and community members can understand and act on effectively. • Work in partnership with consumers to develop resources and increase reach, to keep our STRATEGIES community informed. • Enhance mechanisms to receive patient reported experience and co-design solutions. • Implement flexible approaches to actively engage and seek patient experience feedback from our diverse communities and those with specific health needs (eg. CALD, disability and mental health). • Improved workforce capability to partner with consumers through training compliance. • Reported positive growth in social media interactions. • Number of HHS engagement initiatives documented and evaluated. • Monitor compliance with National Safety and Quality Standard 2. MEASURES • Number of improvements to health publications. 2. Build a culture of person, family and community-centred care. • Establish performance accountability with senior leaders by including commitment to partnering with consumers in professional performance and development plans. • Bring the organisational values to life when delivering engagement activities. • Build workforce capability to engage, understand and respond to diversity of people’s values, perspectives and cultural needs. • Involve consumers in training and recruitment of the clinical workforce, including using consumer stories. • Support an organisational culture placing ‘partnering with consumers’ at the forefront, across every STRATEGIES level of the organisation. • Create welcoming and culturally safe environments where people feel comfortable and confident to share feedback about their experience. • Analysis and trending of patient experience and feedback. • Principles of engagement embedded in organisational culture through procedures, training and staff resources. • Number of staff accessing the Toolkit for Partnering with Consumers. MEASURES • Increased opportunities for consumers to participate in staff education. 8 Mackay Hospital and Health Service 3. Strengthen diverse connections and collaborations • Maintain a suite of engagement mechanisms to effectively partner with consumers. • Implement targeted engagement activities which support organic and authentic relationships with diverse population groups. • Expand formal connections with community organisations, monitoring and reporting the outcomes. • Partner across sectors embedding the three-tiered engagement model of inform, consult and co-design to enhance connected care and the health journey for individuals and their families. STRATEGIES • Enhance integrated connections across the levels of the organisation from consumers and community through to Board with two-way communication.